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This paper builds on the premises of the Attention-Based-View of the firm to conceptualize social media use as a situational characteristic of attention allocation. We conducted a preregistered experiment in which managers at different hierarchical levels (N = 200) acted as the CEO of a fictitious firm. Participants were exposed to manipulated LinkedIn posts to test if and how social media content influences the salience of strategic answers and, thereby, strategic decision-making. Our experiment, replicated in a non-managerial sample, shows that social media exposure biases managers’ situated attention and strategic choices. We further demonstrate that these effects were particularly pronounced for top managers, preparing the ground for a critical impact of these biases on the firm-level.
Strategy-as-practice and emotions: The esports case
Robin D. Schulz, Gordon Müller-Seitz
RPTU Kaiserslautern-Landau, Deutschland
Strategy-as-practice (SAP) has become an important area of research, highlighting that strategy is something that is ‘done’ by individual practitioners within organizations. Hence, the impact of ‘ordinary’ members of organizations is an important area of interest within the field. In particular, the link between micro-level actions and macro-level outcomes requires further investigation. As such, impactors influencing these practitioners’ micro-level actions consequently need to be investigated. It has been shown that one of these impactors is emotion.
Thus, this study aims to answer the explorative guiding research question how individual, micro-level emotions impact macro-level strategizing and vice versa.
We investigate this question by conducting video-based micro ethnography to observe displayed emotions in a hitherto unseen research setting: professional esports. We analyse strategic conversations arising during a professional League of Legends (LoL) game. This context helps us circumvent common fallacies of emotion research while providing us with abundant data.
In doing so, we identify that ‘strategizing events’, i. e. micro-events within an episode of strategizing, induce individual-level displayed emotions. These, in return, induce team-level reactions and affect team-level strategizing. Hence, we conclude that emotions are a potential link between the micro and macro of strategizing.
Our paper contributes as follows: First, we identify that ‘strategizing events’ trigger displays of emotion. Second, we assert that the relationship between strategizing and emotions is reciprocal and integrate our findings into a process model. Third, we add to the SAP literature’s discourse on the ‘who’ and ‘what’ of strategy by deriving that professional esports athletes and esports in general can be seen as strategists and strategizing practice respectively.
